GM1 21.A.239(c)(4)(ii) Design management system

CAA ORS9 Decision No. 40

MANAGEMENT OF CHANGE

Unless properly managed, changes in the organisational structure, facilities, scope of work, personnel, documentation, policies and procedures, etc. may result in inadvertently creating new hazards, which may expose the organisation to new or greater risks. Effective organisations seek to improve their processes, while being conscious of the fact that changes may expose the organisation to potential hazards and risks if they are not properly and effectively managed.

The process for the management of change typically provides principles and a structured framework for managing all aspects of changes. The disciplined implementation of management of change may maximise the effectiveness of change, engage staff, and minimise the risks that are inherent in change.

Change may have the potential to raise new HF issues, or to exacerbate existing ones. For example, changes in computer systems, equipment, technology, personnel changes (including changes in management personnel), procedures, the organisation of work, or work processes are likely to affect performance.

Effective management of change is supported by the following elements:

1. the implementation of a process for hazard identification/risk analysis and assessment for major operational changes, major organisational changes, changes in key personnel, and changes that may affect the way in which design management is carried out; (b) the identification of changes that may have a considerable impact on:

   1. resources (material and human);

   2. management direction (policies, processes, procedures, training); and

   3. management control;

2. safety cases/risk assessments that are aviation-safety focused; and

3. the involvement of key stakeholders in the process for the management of change, as appropriate.